For 100 years, KONE has been a global leader in the elevator and escalator industry. With urban environments growing briskly in recent decades, the company’s expertise offers tremendous potential for growth. In 2007 in the Americas, concerns over internal matters typically overruled customer needs. Safety incidents were occurring too often and operational discipline was lax and inconsistent. But what most alarmed former CEO Vance Tang was the level of comfort with this performance within the organization. He expected more from KONE, and he viewed leadership development and culture change, ultimately focused on the customer, as the best way to get there. Faculty from CCL’s Organizational Leadership practice worked with KONE in a powerful developmental process called Transforming Your Organization, collaborating with the KONE senior leadership team in designing each step. What would it take to transform the culture, accelerate leadership and achieve desired results? The senior leadership team members did not delegate leadership development. Rather, they started with themselves.

Objective:

  • Achieve industry leadership.
  • Drive organizational performance through people leadership.
  • Set the ambition to be different, to be better, to be great; aim for excellence.
  • Need to be more strategic and less operational.
  • Collaboration on customer-focused processes across functions and regions.
  • Get the benefits of different perspectives to generate new ideas for the business.
  • Win with the best talent and the best leaders; attract and develop talent.

Results:

  • Customer satisfaction tripled.
  • Employee engagement reached world-class levels.
  • Safety incidents dropped over 70%.
  • Market share and profits rose significantly.
  • Senior leadership team chartered four strategy teams focused on leadership, profitable growth, environmental excellence, and financial excellence.
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